The document discusses prototyping the Smithsonian Commons, which is proposed as a new digital platform and presence for the Smithsonian Institution. It summarizes the Smithsonian's strategic plan and goals of updating their digital experience, learning model, and balancing autonomy and control. A key aspect is creating the Smithsonian Commons, which would stimulate learning, creation and innovation by providing open access to the Smithsonian's research, collections and communities online. The presentation discusses building prototypes to demonstrate what a Smithsonian Commons would look like from the perspective of different types of users.
Michael Edson: Prototyping the Smithsonian Commons
1. Prototyping theSmithsonian Commons Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson
2. Prototyping theSmithsonian Commons Note: Iâm going to skipa lot of these slides as I present this! (But I itâs all online for reference) Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson
10. Smithsonian Strategic Plan http://www.si.edu/about/ Four Grand Challenges Smithsonian Secretary G. Wayne Clough
11. Smithsonian Strategic Plan http://www.si.edu/about/ Four Grand Challenges Unlocking the Mysteries of the Universe Understanding and Sustaining a Biodiverse Planet Valuing World Cultures Understanding the American Experience
12. Smithsonian Strategic Plan http://www.si.edu/about/ Four Grand Challenges Unlocking the Mysteries of the Universe Understanding and Sustaining a Biodiverse Planet Valuing World Cultures Understanding the American Experience
13. Smithsonian Strategic Plan http://www.si.edu/about/ Four Grand Challenges Unlocking the Mysteries of the Universe Understanding and Sustaining a Biodiverse Planet Valuing World Cultures Understanding the American Experience
14. Smithsonian Strategic Plan http://www.si.edu/about/ Four Grand Challenges Unlocking the Mysteries of the Universe Understanding and Sustaining a Biodiverse Planet Valuing World Cultures Understanding the American Experience
15. Smithsonian Strategic Plan Strategy Schmatergy! Weâve seen strategy before! Four Grand Challenges Unlocking the Mysteries of the Universe Understanding and Sustaining a Biodiverse Planet Valuing World Cultures Understanding the American Experience A GenericHumbug
16. Smithsonian Strategic Plan No! This is about solving big hairy problemsâ âwork that mattersâ (via @timoreilly) http://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html Strategy Schmatergy! Weâve seen strategy before! Four Grand Challenges Unlocking the Mysteries of the Universe Understanding and Sustaining a Biodiverse Planet Valuing World Cultures Understanding the American Experience A GenericHumbug
25. First order questions Where is this work going to take place? What kind of organization, infrastructure, platforms will be needed to support it? What is the organizational change model? How will change happen? What will it look like? Who will be the innovators? The connectors? The drivers of change?
26. My workplace, like so many others,is deeply conflictedabout these questions.
28. Chris AndersonFree, the Future of a Radical Price âI found that the idea you could create a huge global economy around a base price of zero was invariably polarizingâ From the introduction to Free
29. Chris AndersonFree, the Future of a Radical Price âI found that the idea you could create a huge global economy around a base price of zero was invariably polarizingâ Duh!
30. Chris AndersonFree, the Future of a Radical Price âI found that the idea you could create a huge global economy around a base price of zero was invariably polarizingâ Duh! Huh!?
37. Thermocline(a metaphor) Thermocline Issues define the change environment and explain why strategy is needed (and why, for us, the commons is such an important idea)
39. In exchange for public funds and public trust,museums should do workfor society Thermocline Issues Museums are for⊠What could you accomplish with $1b /year for 50 years?
40. Institutions built onthe model of social entrepreneurship: Think Big,Start SmallMove Fast Thermocline Issues Institutions built onthe model ofenduring wisdom* We can move slowlybecause wisdom endures *Via Peter Schwartz, GBN
41. Thermocline Issues Focus on innovation/ discovery inside the Institution Catalyze innovation/ discovery outside the institution Joyâs Law: no matter who you are, most of The smartest people work for someone else
42. Thermocline Issues The most interestingecosystems arein âborder habitatsâbetween the two You can managetechnology and content separately
43. Thermocline Issues âThereâs no such thing as social media, itâs just doing stuff with a Computer. Everyone go to bed.â Fixation on superficialaspects of Web 2.0 and Social Media
44. Thermocline Issues The Web is a fundamentally new way of getting things done The Web is a bigger megaphone
45. Thermocline Issues âwe are living in the middle of a remarkable increase in our ability to share, to cooperate with one another, and to take collective action, all outside the framework of traditional institutions and organization âŠGetting the free and ready participation of a large, distributed group with a variety of skills has gone from impossible to simple.â Clay Shirky
46. Thermocline Issues Build an ascendant brandbyâdoing work that mattersâ Make money, now âOnce [the Smithsonian] has increased user base 100x or more, many other possibilities openâ Carl Malamud Public.resource.org Tim OâReillyhttp://radar.oreilly.com/2009/01/work-on-stuff-that-matters-fir.html
48. Thermocline Issues The Desktop Internet 3.5 Billionmobile subscribers Mooreâs Law means these things will be 20X More powerful in a few years... Itâs going to get FREAKY!
49. Thermocline Issues The Desktop Internet 3.5 Billionmobile subscribers Mooreâs Law means these things will be 20X More powerful in a few years... Itâs going to get FREAKY!
50. Gardeningchange model*Build a platform &cultivate Web 2.0 as a way of thinkingabout work Thermocline Issues Manufacturingchange model âLets Build Product Xand be done with itâ * Via Josh Greenberg, NYPL
51. Every user is a hero In their ownepic journey Thermocline Issues Provide services to passive audiences
52. Every user is a hero In their ownepic journey Thermocline Issues Provide services to passive audiences
54. Myths/misconceptions about the relevance, reach, and impact of traditional models (See Imagining a Smithsonian Commons) - Text w. links and footnotes: http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version - PowerPoint: http://www.slideshare.net/edsonm/cil-2009-michael-edson-powerpoint - Ustream (from CIL 2009): http://www.ustream.tv/recorded/1327813
55. âMost organizations donât getserious about strategy untilthey are afraid or in painâ Leo Mulen, CEONavigation Arts
61. Process: Workshops to Wiki Process at-a-glance âThe main intent of the workshops is to move relevant information to the wiki where it can be openly evaluated, sifted, weighed, and considered by all.â
62. Process: Workshops to Wiki As participants are speaking, what theyâre saying is being typed and saved on a public wiki
63. Process: Workshops to Wiki âWhat I say really matters (because I know it will be seen/heard after the meeting ends)â
64. Process: Workshops to Wiki âNot everything that matters will get said in the next hour by the people in this room. The wiki encourages thoughtful synthesis and new ideasâ
78. âYou get what you practiceâMore in Fast, Open, and Transparent: developing the Smithsonianâs Web and New Media Strategyhttp://www.slideshare.net/edsonm/michael-edson-the-smithsonian-web-and-new-media-strategy-what-it-is-how-we-made-it-and-why-it-makes-a-difference-3656578 and http://www.archimuse.com/mw2010/papers/edson/edson.html
79. Web & New Media Strategy Structure Three Themes Update the Smithsonian Digital Experience Update the Smithsonian Learning Model Balance Autonomy and Control within SI Eight Goals External Mission Brand Learning Audience Internal Interpretation Technology Business Model Governance Each Goal has specific program, policy, and tactical recommendations
81. Update the Digital Experience Urgency âWe are like a retail chain that has desirable and unique merchandise but requires its customers to adapt to dramatically different or outdated idioms of signage, product availability, pricing, and check-out in every aisle of each store. This needs to be addressed to realize the full potential of the Smithsonianâs digital initiatives.â
82. Update the Learning Model Urgency âThis strategy is based on the growing understanding of learning as a hybrid of formal education and self-directed discovery that can be brought together and enhanced by online tools and communitiesâŠ. that allow our audiences to be our partners in the increase and diffusion of knowledge.â
83. Balance Autonomy and Control Urgency âThe expertise and accomplishments of unit-based staff, however, need to be supported and enhanced by an internal commons of shared tools, services, and standards.â
84. 1. Mission Urgency âOnce on the fringe of institutional and public awareness, Web and New Media initiatives are now considered to be a critical part of the Institutionâs core activities and future: They need to be funded and managed accordingly.â
85. 2. Brand Changing role of Institutions âShift the Smithsonian brand voice away from attributes of institutional/omnipotent/ authoritarian towards attributes of individuality/ relevance/passion for learning.â
86. 3. Learning New model of knowledge creation âThe emergence of a new class of learning techniquesâbuilt on a foundation of broad and unrestricted access to information, social sharing, creativity, play, and participatory learningâsupplement [standard learning] protocols and enable vast new audiences to use the Smithsonian as one part of their lifelong learning journeysâ
87. 4. Audience Denographic Tsunami âThe online experience must become more interactive and able to facilitate ongoing dialogues between the Smithsonian and its users to ensure the continuing relevance of the Institution, particularly to digitally attuned audiences.â
88. 5. Interpretation New collaborative models âWeb and New Media technologies are crucial to the Smithsonianâs core research activities and to the wide collaborations that must occur among geographically distant participantsâŠâ
89. 6. Technology New ways of working âMany of the menial or difficult tasks performed by unit Web and New Media teamsâand the publicâcan be served by a unified Smithsonian platform, and the development of a shared platform, over time, will allow data, ideas, e-commerce, and collaboration to flow across institutional boundaries in ways that are not possible in the current decentralized model.â
90. 7. Business Model Social entrepreneurship âThe Smithsonianâs basic business model is to create social and economic value through the increase and diffusion of knowledgeâŠUltimately, the most valuable business asset we can cultivateâand the one that is most fundamental to our core missionâis a community of engaged and committed Smithsonian enthusiasts.â
91. 8. Governance Urgency âSuccessful governance and leadership are the keys to accomplishing any of the goals in this strategic plan..â
92. The Smithsonian Commons The whole shebang! âThe Smithsonian Commons will be a special part of our digital presence dedicated to the free and unrestricted sharing of Smithsonian resources and encouraging new kinds of learning and creation through interaction with Smithsonian research, collections, and communities.â
94. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commonsâa new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities. http://smithsonian-webstrategy.wikispaces.com/
95. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commonsâa new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities. http://smithsonian-webstrategy.wikispaces.com/
96. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commonsâa new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities. http://smithsonian-webstrategy.wikispaces.com/
97. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commonsâa new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities. http://smithsonian-webstrategy.wikispaces.com/
98. The strategy talks about an updated digital experience, a new learning model that helps people with their "lifelong learning journeys," and the creation of a Smithsonian Commonsâa new part of our digital presence dedicated to stimulating learning, creation, and innovation through open access to Smithsonian research, collections and communities. http://smithsonian-webstrategy.wikispaces.com/
99. What is a Commons? A set of resources maintained in the public sphere for the use and benefit of everyone
102. What is a Commons? An organized workshop where raw materials can be found and assembled into new things.
103. What is a Commons? Imagining a Smithsonian Commons http://www.slideshare.net/edsonm/cil-2009-michael-edson-text-version Museum Commons: A professional interaction http://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry
110. Whatâs a Prototype? An audio-visual presentation that shows the attributes of a fully completed Smithsonian Commons as seen through the eyes of our users. Letâs Build a Prototype!
111. Whatâs a Prototype? Push / pull between understanding what this thing is and understanding how to sell it Letâs Build a Prototype!
131. Asset Research Commons/Strategy Hypothesis 1If we encourage reuse of our materials we can catalyze amazing discovery/ innovation/ creativity Commons/Strategy Hypothesis 2We have some amazing stuff thatâs isolated on deep content pages: if we can do the aggregation and curation in a web 2.0 platform we will have something remarkable to show
154. (Theodore Roosevelt search Results from commons prototype) Smithsonian sites rarely show collections, expertise, programs, research, and community content side-by-side
155. Smithsonian sites rarely show collections, expertise, programs, research, and community content side-by-side
162. Asset Research Commons/Strategy Hypothesis 1If we encourage reuse of our materials we can catalyze amazing discovery/ innovation/ creativity Commons/Strategy Hypothesis 2We have some amazing stuff thatâs isolated on deep content pages: if we can do the aggregation and curation in a web 2.0 platform we will have something remarkable to show
163. Asset Research Through asset research for the Commons prototype, we found amazing âhiddenâ assets throughout Smithsonian Web sites, and amazing content created with/from Smithsonian resources by YOU, our amazing customers.
168. Vast Anyone in the world can have access to the whole Smithsonian, including access to deep collections and the vitality, curiosity, and creativity of our staff, visitors, partners, and our extended global community. The Smithsonian is at the center of an amazing network of ideas, collections, and people. No other institution can offer so much to so many.
169. Findable Through the Smithsonian Commons the vastness of the Smithsonian can be discovered because search, navigation, and the overall user experience is about helping people to find the content theyâre interested in, in the ways they expect to find it, including through recommendations and comments by staff experts - - and visitors - - external search sites, and social networks.
170. Shareable Sharing is the foundation of collaboration and learning. The Smithsonianâs impact can be greatly amplified if what we have and what we do is easy to share. The Smithsonian Commons is about catalyzing creativity and innovation by encouraging the use and re-use of our collections and expertise for work and pleasure, in social networks, on mobile phones, and in the classroom, workshop, and laboratory.
171. Free The Smithsonian is built on the idea that the tools of discovery and knowledge creation should be available to all, and the Smithsonian Commons will be built on the idea that free, trusted, high-quality resources can create a lot of good in the worldâŠ
172. 12 characteristics of a commons From Museum Commons, a Professional Interaction (with Rich Cherry, Balboa Park) http://www.slideshare.net/edsonm/museum-commons-a-professional-interaction-museums-and-the-web-2010-michael-edson-and-rich-cherry and http://www.archimuse.com/mw2010/papers/edson-cherry/edson-cherry.html
173. 12 characteristics of a commons Federated Designed for users Findable Shareable Reusable Free Bulk Download Machine Readable High Resolution Collaboration w/o control Network effects Public Domain
174. Art is the lie that helps ustell the truth Pablo Picasso The prototypeâŠ
175.
176. Thank you! Michael Edson Director, Web and New Media Strategy Smithsonian Institution, Office of the CIO edsonm@si.edu | @mpedson